How to measure participation?
by John Curnow, Global Editor, Powerboat.World 11 Nov 12:00 PST
On the water your way with FBC, no matter where you are in the world © Freedom Boat Club
As we plough on investigating the changes in boat usage and/or ownership, now would be a splendid time to check in once again with our friends at Freedom Boat Club. We had our first in-depth chat in February of 2024 in Delivering us our... (Freedom), which might appear to be ages ago on the one hand, and certainly they have seen a lot going on since then, themselves.
So far in this series, we have had, Have it all. Do it all., then also Starting Premise., and most recently, What's the link between loudspeakers and boats?
Numbers can be very interesting. Where we are, trying to assess things, ownership is certainly no longer the only quantum on offer when it comes to participation. Time, skills, and money are all key, but so too is aspiration. Not everyone wants to cruise the entire coast of a continent, or cross oceans, for instance. A lake, river, or harbour might just be fine, thank you very much. Ease of ownership, that is none of the maintenance and berthing, is certainly a very important aspect to have a handle on, as well.
Now the colossus that is Brunswick Corporation took over Freedom in 2019 at just 20,000 memberships. When we last spoke with Cecil Cohn, President of Freedom Boat Club, they were at 60k memberships, a fleet of say 5k vessels over some 400 locales, and it all amounted to 600k trips enjoyed each year.
Right now in 2026, it is more like 65k memberships, and each of those equates to roughly 1.5 persons per number, there are now 450 places to go, growing at something like 20-30p.a. all over the world, and today there are more than 640k trips undertaken (N.B over 600k for the fourth year running), and that represents 10.5 per member, per annum. Healthy, by any measure. Very healthy. You'll note the 10.5, and say, is that low, but consider that the typical membership crams them into a three-to-four month window.
Cohn says of the fleet size, "It's very dynamic. There are boats being added to the fleet and sold out on a regular basis, and so it moves between five and six thousand, a lot." Note too that the grand fleet is not comprised solely of Brunswick product, either. All of it is important, for Freedom Boat Club is providing compelling evidence of where the industry could be heading, and why the real opportunity is much bigger than the club itself.
So, the traditional equation was relatively straightforward. You wanted to go boating, therefore you bought a boat. You found somewhere to keep it, insured it, maintained it, cleaned it, and hopefully managed to use it sufficiently often to justify the expenditure. The boat was yours, as were the bills, and the pride of ownership was very much part of the experience. For many, it remains precisely the right answer, and there is absolutely nothing wrong with that.
However, the question now being asked with increasing frequency is whether ownership is actually necessary to enjoy everything boating offers. Indeed, when the cost of acquisition, the availability of time, and the desire for different experiences are considered together, the answer is not always what it might have been even as close as a decade ago. Boating itself remains the attraction, but it is the means of getting there that has changed, which can probably be defined by one word, access.
Of course, the question that exists inside the elements above is whether the club model (Freedom is by far the biggest BTW) is simply capturing existing demand, or is it actually helping to create an entirely new boating market? Then, there is also the matter of what happens to those members who eventually leave, and whether they disappear from boating altogether, or graduate into another form of participation?
Cue the orchestra, and hit the lights...
Storytelling by numbers
Freedom's expansion is not merely for the sake of adding pins to a map. Yes, some locales have been relocated to better marinas nearby, but that is all about improved accessibility, operational efficiency, and the member experience, without necessarily increasing the overall number of clubs, and yet clearly, new pins are still required...
Also, if Freedom's base has about 10% natural attrition p.a., there are still loads of new arrivals making up the overall growth. Cohn states, "The network will add approximately 2,000 to 3,000 net memberships this year, with new membership sales accelerating rather than slowing, which is really exciting."
Short version - there is still a continuing influx of people who consider their model an attractive way to go boating. Some have said that Brunswick's acquisition helped to legitimise the category both inside and out of the marine industry, but that does not reflect the efforts of the initial company and franchisees. Rather, I would propose that the gravitas of Brunswick unlocked the potential in a way that literally no one else could. Another 'no small feat' was completed... Periphery becomes mainstream, and enhanced visibility serves to only drive the commentary home.
Note too the jobs from boat and engine manufacture, all the way down to mechanics, marina operators, and instructors.
Now if the gross number of trips grows by around 5%, then the average per member count is annualised at around 25 basis points. Perhaps not huge, but when multiplied by 65k members, it stands for a lot more additional boating activity. Also, it means existing members are finding reasons to use their memberships more frequently.
Freedom made an investment in a new App, which focussed on availability at both the member's home port, this energy, and also international destinations, "...which has reduced some of the friction associated with arranging a day afloat. The member can then concentrate on the experience, rather than the administration." All the member has to do is guest list and weather, not planning, preparation, and maintenance, and removing those barriers is no small achievement.
What can the numbers say that are not just 'metrics'?
Cohn looks to those already enjoying their Freedom, and those just coming online, "Around one-third of the membership is female, which is two to three times that typically found in traditional boat ownership. The club also attracts younger and older participants in greater proportions than the conventional ownership market, suggesting that its appeal extends well beyond a single demographic. The two ends of the bell curve are very important to us."
Cohn also estimates that, "...more than half of Freedom's new members each year are new to boating. These are not necessarily customers who have decided against purchasing a particular brand or model. Many are people who have never previously had the knowledge, confidence, or opportunity to operate a boat themselves. I think Freedom is a catalyst and, you know, one of many offerings that the marine industry has in order to attract the next generation of boaters."
The familial aspects of boating once had serious ramifications when it came to new-to-boating. Whereas Freedom has made a family that can deal with learning boating in an easy and approachable way, and grown the whole lot as a consequence.
Freedom's orientation and training programme has become central to that very proposition. Members receive classroom instruction and practical on-water training with a certified captain before being cleared to make their first reservation. Importantly, the training is designed to build competence rather than simply satisfy an administrative requirement, and Cohn believes it is one of the reasons the business attracts so many people who might otherwise remain spectators.
Note too, that the training (BoatClass) is now a business unit in and of itself, being utilised by people outside of the Freedom network.
Cohn recalls working at a Freedom dock during the summer of 2020, when a mother returned aboard a pontoon boat with her children, and several other families. As he moved forward to catch the boat, she asked him to stand back, then proceeded to manoeuvre it neatly alongside using nothing more sophisticated than a single engine, steering wheel and throttle. She had learned the skill through the club's training programme, and was particularly proud of demonstrating it.
Older industry studies indicate that more than 92% of people entering boat clubs had no intention of buying a new boat at the time they joined. Importantly, whilst the vast majority are entirely new to boating, there is a growing number that are existing owners who have decided they no longer wish to be a sole owner. If nothing else it highlights how Freedom have been able to offer participation to many different usage/ownership requirements.
Hot shots
The fleet tells many a story, too. The core offering remains between approximately 18 and 24 feet, with the 24-foot offshore centre console amongst the most popular vessels across the network. Other significant categories include 21- and 23-foot sport boats, similarly sized pontoon boats, and 20- to 22-foot inshore bay boats.
"These are practical vessels suited to relatively straightforward recreational outings, rather than large cruising yachts requiring extensive preparation and longer periods away from home. The sweeping majority are single-engined, although some clubs are introducing larger 25-to-28-foot vessels, including twin-engine offshore centre consoles, to provide different experiences, and meet requests, especially for offshore fishing. Equally, a larger pontoon boat with an upper deck and waterslide might create an entirely different day out for a family with grandchildren.
As Cohn says, "It is not vessel driven, rather it is what they can do. We're also able to adjust the fleet relatively quickly. Boats are generally purchased and sold on a two-to-three-year cycle, allowing the network to evaluate models according to member satisfaction, and subsequent resale performance." Brunswick brands are represented, but so too are boats from other manufacturers, and note the policy runs across both corporate and franchise-owned operations.
On a wider front, and with thousands of boats moving through the system, purchasing decisions are not simply about initial price, or brand loyalty. Utilisation, durability, operating costs, customer preference, and residual value all become part of the equation. Freedom is therefore both a significant purchaser of recreational boats and a potentially valuable source of information about how those boats perform in everyday service.
Now, approximately half of Freedom's memberships belong to company-owned and operated clubs, with the remaining half associated with franchise operations. Cohn considers this an effective balance, allowing Brunswick to operate directly in important markets, whilst benefiting from the entrepreneurship and local knowledge of franchise partners.
Franchisees also provide an important source of innovation. Cohn explains that, "...some of the network's most successful ideas have originated with individual operators testing solutions to local problems, before those approaches were adopted more broadly. It is a useful reminder that operating a boat club involves considerably more than purchasing a fleet and handing out keys."
"There are boats to maintain, staff to employ, customers to train, reservations to coordinate, and facilities to manage. It is an operationally intensive business, and one where the customer experience can deteriorate rapidly if growth is allowed to outrun the infrastructure supporting it."
Did someone say satisfied?
Freedom's annual Net Promoter Score has increased from 57, where it remained for the previous two years, to 66. That nine-point improvement is substantial, particularly for a business requiring a significant financial commitment from its members. Cohn describes the result as "...approaching world-class performance, and see it as evidence that the company is managing to grow, whilst improving the experience it delivers."
Sentiment is fundamental to the economics of the model, because customers who are dissatisfied with availability, service, or the condition of the boats, then have little reason to continue paying a handsome sum for access to a club in the high-value subscription category.
He compares the business with premium subscription and shared-access services, including private aviation, where annual retention rates of 70% to 85% can be regarded as strong. Freedom's reported retention of approximately 85% to 90% therefore compares favourably with those categories, although the differences between individual business models should not be overlooked.
Naturally, it all plays into the 10% attrition that we mentioned before, but it is not quite was simple as you might immediately think.
Freedom seeks feedback from departing customers, typically combining an exit form with personal contact to understand their reasons. Some leave because of financial hardship or medical circumstances, and many of those merely put their membership on hold, whilst others have simply reached a point in their lives where their recreational interests are changing. At any rate, all of it is valuable to anyone in the industry.
"There is a proportion, however, who leave for precisely the opposite reason. They have enjoyed boating so much that they decide to purchase their own vessel. I estimate that approximately 10% of departing members fall into this category, which translates to around 1% of the overall membership base annually at the current attrition rate."
That may not sound particularly dramatic until the size of the network is considered. More importantly, these are customers who have acquired practical boating experience, developed confidence on the water, and then decided that ownership now suits their circumstances represent a valuable progression from participation into the traditional marine retail market.
Of course, there is vertical integration to be considered here, with teaching, maintenance, on-water service, brokerage, fractional ownership, and new sales all floating about like the most valuable flotsam jetsam there ever was, but Cohn insists that for now, Brunswick is very happy in its lane.
Touch points everywhere
So, it might be 65k members, but more than one family member is nominated on many of them, so 100k becomes a reality. At say 650k trips a year by the time 2026 closes, and note that Cohn and the leadership team are hands-on at the docks to stay connected with the members and staff alike, along with his observation that he sees non-club members as part of every returning vessel, then the exposure element alone is significant. If not for now, the potentially some other time.
Naturally, they do not harass people on their return, but the positive experience aspect alone must have added importance.
Now go the helicopter view. Some 10% of the trips undertaken by Freedom members involve reciprocal usage. Now admittedly, most are conducted nearby or near enough to the home club, but the option to go boating in another country is there, although legalities might mean you'll need a local skipper for compliance, but the core aspect is there, none the less.
Cohn also sees a continuum of commitment and control when it comes to boating. "You can go on a friend's boat. That's a pretty low level of commitment. You can rent a boat for a day with no further commitment. You can join a boat club, and then fractional ownership and outright purchasing sit farther along, offering progressively greater control, but also requiring greater financial and operational commitment."
The important thing here is that Freedom is doing a lot to make the whole ecosystem healthy and vibrant, which is naturally good for all. "Consumers can move between different levels of commitment as their circumstances change, and the marine industry benefits when those options keep people participating, rather than forcing them to choose between full ownership, and no boating at all.
Convenience remains King
Even in warm-weather markets, where boats can remain afloat throughout the year, usage is far from evenly distributed across all twelve months. For instance, in Florida and other Southern markets, the boats may remain available throughout the year, yet demand still follows school holidays, family commitments, and established recreational patterns.
Cohn says, "For example, Tampa experiences an earlier seasonal increase associated with Spring-Break travel, whilst November through February brings significantly lower activity than the peak period. The important conclusion is that favourable weather does not automatically create unlimited opportunities to go boating. Also, clubs in the Pacific Northwest, Great Lakes, and Northeastern United States concentrate much of their activity into June, July and August, despite operating for approximately six months of the year."
What it all points to is the big one; Time. It is the universal constraint, regardless of whether somebody owns a boat, or belongs to a club. The ability to organise an outing around available time, without having to prepare, maintain, and subsequently clean a privately owned vessel, can therefore become just as important as the financial comparison.
Freedom's long-term ambition is to be present wherever people want to go boating, and do so not just without diminishing the value proposition, but enhance it. "The industry's challenges, including inflation and the rising cost of boats, should be viewed directly alongside its enduring strengths. The emotional appeal of being on the water remains powerful, whether somebody is fishing, swimming, exploring, or simply enjoying time with family and friends. Once people get on the water, there's no replacement for the emotional feeling you get from the wind blowing in your hair," added Cohn.
That may be the most important point of all. The marine industry does not necessarily have a problem with the attractiveness of boating. It has a challenge in ensuring that people can access it in ways that suit their finances, abilities, lifestyles and available time.
Arguably, this here ditty has just one conclusion. Namely, the future of recreational boating should not be measured solely by how many people purchase a new boat. Participation, frequency of use, the number of newcomers entering the market, and the ability to retain people throughout different stages of their lives are equally important indicators of the industry's health.
So, if the objective is to have more people enjoying the absolute freedom of boating, more often, then it is operations like Freedom Boat Club that will be crucial.
You can search Powerboat.World with the button right up the top of the landing page, above our logo. If you want to add to it, then please reach out now via email.
Finally. Please look after yourselves.
John Curnow
Global Editor, Powerboat.World